 |
Since every business leader’s job is to increase the value of the enterprise, you might assume they’d all be obsessed with growth. But you’d be wrong.
|
114 |
 |
The world eventually catches on to those who mostly manage appearances instead of adding value to the organization.
|
170 |
 |
The primary tribal identity is aligned to the customer, the value stream, and the product(s), not the job role. The team succeeds and learns together.
|
026 |
 |
Late learning delays the realization of value. It also significantly increases delivery risk, back-loading it to when there is the least time to respond.
|
027 |
 |
We want to optimize for value and tie to learning. Outcomes over output.
|
042 |
 |
Apply agility to agility. Start with small teams, small slices of value, and small investments. Achieve big through small.
|
076 |
 |
In order to increase agility, in order to optimize for the fast flow of safe value, work and the system of work needs to be descaled.
|
086 |
 |
VOICE stands for Value and Principles, Outcomes and Purpose, Intent-Based Leadership, Coaching and Support, and Experimentation.
|
103 |
 |
When measuring outcomes, improvement over time is more important than the absolute value; everyone has a different starting point and context.
|
106 |
 |
For product development, your primary tribal identity should be your value stream, what you are producing that is of value, not your job role specialism.
|
109 |
